We studied the moderating roles of task interdependence and leader–member exchange ( LMX ) on the relationships between interpersonally (organizational citizenship behaviours – interpersonal [ OCBI s]) and organizationally directed organizational citizenship behaviours (organizational citizenship behaviours targeted at organizations [ OCBOs ]) and challenge and hindrance stress perceptions. While OCBI s were more strongly related to challenge stress among employees reporting high levels of task interdependence, OCBO s were more strongly related to challenge stress among employees reporting high LMX . The same organizational citizenship behaviour ( OCB )–context interactions were related to hindrance stress; as we predicted, these interaction patterns were the reverse of those observed for challenge stress. The model and findings extend research and theory concerning the potential negative consequences of OCB s, pointing to the role of social exchange context in these relationships. We discuss implications for performance management and theories of stress and well‐being. Practitioner points Informs managers about the negative consequences of OCB s and may persuade them to take into account such consequences when they encourage their employees to engage in OCB s, Helps managers understand how different types of OCB s may lead to different types of stress experiences and Shows how structural and social relationships may alleviate some of the negative consequences of OCB s.
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